Let’s talk about trust
Charlie Gladstone explains why trust is key to any great team in this extract from his new book.
When we build a team of any size or shape, it’s about we, not me. It’s about creating a culture of trust. You need to trust the people you’re working with, and they need to trust you. Why? Well, one reason is that to build a great company, you’re going to need to start delegating. And in order to do that, you need to trust that the person you are delegating to will get the job done. In turn, you need to be trustworthy; and that trust needs to be earned.
It’s fascinating how many parents think they can tell their children to do one thing, and then do another themselves. If you tell your child not to swear and then swear like a trooper, you’re naive if you think that your child won’t hear you and copy you. The same applies to trust at work. Don’t expect others to follow up on commitments if you never do. Life just doesn’t work like that.
So, do what you say you will do. Turn up on time. Support your team when they’re in difficulty. Never say, ‘I’m just being honest,’ when, in fact, you’re just being rude. You have to mean it — you can’t say one thing and do another because people aren’t stupid. Behave in a trustworthy way and that trust will grow and develop within your team. Lead by example, because you can be trusted.
LEARN TO DELEGATE
Once trust has been established, you can start to delegate. If you don’t, work on the trust some more. Delegation is often seen as weakness. Calling someone a ‘really good delegator’ is rarely said without cynicism.
But the best leaders are also the best delegators, and to develop your team you’re going to have to learn how to achieve this. Really, it’s about trust and empowerment. So start to give them tasks you would normally do. Let them learn on the job. Then take a step back.
OK, I know, that’s easier said than done. So the first thing to remember is that clear instructions are paramount here. Take time to explain what you want and do precisely and in depth. Don’t assume that people will understand what’s in your head until you tell them.
SET YOUR TEAM FREE
On some levels, I can be a control freak; I suspect many entrepreneurs are built the same way. I have clear, passionately held views on how things need to be done in order for our businesses to move forward. This is good; it’s necessary. But in order to be truly efficient, I need to let things go by empowering people around me to get on by themselves. And to achieve this, I need to show the team how things should be done and then set them free.
Assuming you’ve built mutual trust with someone, the thing to do here is to tell them what you want (remember: clear, simple instructions) and let them get on with it. Don’t micro-manage them and don’t interfere. Sometimes things will go horribly wrong, sometimes they will do as good a job as you, and sometimes they will do it better.
If it’s the former, then gently but firmly correct them. Be clear and precise but don’t give up on them. You have to say what is right and you have to explain what’s wrong. Do it straight away. Don’t baulk at this: praise and criticise with the same directness and kindness that you’d like someone else to show when they speak to you.
So, correct mistakes but be careful not to admonish people who don’t approach things in precisely the way you do. One of the magnificent upsides of trust and delegation is that fresh ideas and approaches emerge, and these can be incredibly illuminating. Just because you did something one way doesn’t mean that is the only way to do it or, indeed, even the best way. This may bruise the ego a little, but I’m sure you can take it.
With your approval and a little time, the people in your team will become as good as you at a particular task, and then they will become better. And guess what? Once someone else can do those other things, you can then focus on the things you are best at. This is when a team can really start to play to its strengths.
DEALING WITH TRUST ISSUES
Trust is a two-way street. You can do the right thing, but if it’s not reciprocated, you need to deal with it.
However tiny or massive your operation might be, if you discover that someone has lied to you or been disingenuous or whatever, then you must deal with it quickly. That said, try to avoid doing anything rashly (and never send grumpy emails at night — sleep on it and review things in the morning). Mull it over, consider things from their point of view, but don’t procrastinate and don’t be scared to raise the issue with the person in question. It’s incredible how many adults shy away from conflict and, in doing so, let a bad situation fester into an awful one. Remember, however unpleasant something seems, once you have confronted and resolved it, it will soon be a distant memory and you can all move on.
Leading and managing other people requires constant effort, learning and reflection. With different personalities, levels of experience and stress factors constantly at play, it’s a delicate operation.
But it’s one that’s worth it. Teams make life better, richer, more fun and more productive. Teams lift you up and carry you with them. Teams make good businesses great, and great organisations even better. Invest in your team and the world will be your oyster. From happy, engaged, motivated and empowered people comes magic.
This is an edited extract from Do Team: How to get the best from everyone. Text copyright © 2021 Charlie Gladstone. Published by Do Books. Order your copy from: Do Books (includes ebook) | Bookshop.org (UK) | Bookshop.org (US)
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